tag:econsultancy.com,2008:/topics/digital-strategy Latest Digital Strategy content from Econsultancy 2017-05-24T15:00:00+01:00 tag:econsultancy.com,2008:Report/4472 2017-05-24T15:00:00+01:00 2017-05-24T15:00:00+01:00 Digital Intelligence Briefing: 2017 Digital Trends in the Technology Sector <p>The <strong>2017 Digital Trends in the Technology Sector </strong>report demonstrates that organisations within the sector that is transforming many others are leaders in digital integration, but are having to transform their internal structures and strategies to adapt to changing customer demands and behaviours, putting the customer first rather than the product.</p> <p>The research, conducted by Econsultancy in partnership with <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, is based on a sample of over 900 respondents working in the technology sector who were among more than 14,000 digital professionals taking part in the seventh annual Digital Trends survey, carried out in November and December 2016.</p> <h3>The following sections are featured in the report:</h3> <ul> <li>Technology organisations lead in digital maturity</li> <li>The customer takes centre stage</li> <li>The next wave of tech innovation</li> <li>Actionable tips to help future-proof your technology business</li> </ul> <h3>Findings include:</h3> <ul> <li>Organisations in the technology sector are nearly twice as likely as their peers in other sectors to classify themselves as digital-first (19% vs. 10%), putting the sector in third place (after gaming &amp; gambling and media) out of the 15 key sectors we analysed.</li> <li>Tech organisations appear to be prepared for the challenge presented by a rapidly changing industry; across the eight key factors identified for digital success, technology organisations are ahead of other sectors. UX design is one of the areas they excel in, as they’re 23% more likely to say they have ‘well-designed user journeys that facilitate clear communication and a seamless transaction’.</li> <li>The vast majority (81%) of technology companies are putting the customer at the heart of all their initiatives, and customer journey management is the second most important priority for 2017, closely followed by targeting and personalisation.</li> <li>Almost a third (29%) of tech companies are planning to use product/service innovation to differentiate themselves from competitors over the next year. Digital-first organisations reveal their maturity as they are 52% more likely than the rest to see customer experience as a key differentiator, second behind product/service innovation.</li> </ul> <p><strong>Econsultancy's Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing">here</a>.</strong></p> tag:econsultancy.com,2008:BlogPost/69109 2017-05-24T14:10:53+01:00 2017-05-24T14:10:53+01:00 Why Visit Sweden and other tourism boards are teaming up with Airbnb Nikki Gilliland <p>So, why are tourism boards showing increased interest in the sharing economy? Here’s a bit of elaboration on the topic.</p> <h3>Increasing awareness rather than bookings</h3> <p>It’s unusual for tourism boards to endorse the sharing economy, with most being government-backed and therefore aligned to <a href="http://www.europarl.europa.eu/thinktank/en/document.html?reference=EPRS_BRI(2017)595897" target="_blank">criticism that it can negatively affect</a> local communities and businesses. </p> <p>However, Visit Sweden’s partnership is based on building awareness rather than driving actual bookings. In fact, there are no additional listings for Swedish accommodation since the campaign launched. It is merely a marketing campaign that involves Airbnb posting fictional listings from nine areas of Sweden, including locations like the mountains of Sarek and Skuleskogen National Park.</p> <p>It is based on the 'Allemansrätten' principle, which is a protected law that says people are free to roam in nature. Essentially, it means anyone has the right to walk, cycle, ride, ski and camp on any land, apart from private gardens, near a private residence or on land under cultivation.</p> <p>The content is located on a separate microsite, which is mainly promoted on Visit Sweden's homepage and social media, also meaning there is little endorsement of the Airbnb product itself.</p> <p><iframe src="https://www.youtube.com/embed/C6671CL5fFg?wmode=transparent" width="854" height="480"></iframe></p> <h3>I’ll scratch your back…</h3> <p>So what’s <em>actually</em> in it for Airbnb?</p> <p>Since the brand expanded into the <a href="https://econsultancy.com/blog/68749-why-online-travel-sites-are-focusing-on-tours-and-activities/" target="_blank">tours and activities</a> sector with last year's launch of Trips, it appears to be another way for the brand to market itself as a destination resource rather than a straightforward booking site. </p> <p>As the campaign is fundamentally based on travel ‘experiences’ rather than accommodation, it nicely aligns with this new area of focus.</p> <p>In a more general sense, Visit Sweden’s ethos also matches Airbnb’s branding, with the tagline of ‘belong anywhere’ echoing the ‘free to roam’ principle. Of course, while it's mostly designed to offer inspiration, the campaign does promote real accommodation (in the rest of Sweden) too, allowing users to click through, search, and book if they like.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Sweden's <a href="https://twitter.com/hashtag/freedomtoroam?src=hash">#freedomtoroam</a> lets you sleep under the stars, indulge in the fish from the lakes or camp on the beach - <a href="https://t.co/LI2GXZmgeI">https://t.co/LI2GXZmgeI</a> <a href="https://t.co/VZiqgbTQ1L">pic.twitter.com/VZiqgbTQ1L</a></p> — Visit Sweden US (@VisitSwedenUS) <a href="https://twitter.com/VisitSwedenUS/status/867002269233033216">May 23, 2017</a> </blockquote> <h3>Attracting open-minded travellers</h3> <p>For Visit Sweden, which perhaps doesn't have a huge budget, the partnership is an opportunity to make use of Airbnb’s influence and indeed its large customer base. </p> <p>The country has a reputation for progressive and creative marketing campaigns. Its ‘Swedish Number’ campaign, which involved setting up a national phone number so that anyone could call up and talk to a random Swede, reportedly generated the equivalent of $147m in international media coverage.</p> <p>By promoting its country as free to stay in, Visit Sweden is clearly banking on creating on yet another PR splash, using Airbnb to increase reach and general visibility of the campaign.</p> <p><img src="https://assets.econsultancy.com/images/0008/6301/Swedish_number.JPG" alt="" width="780" height="489"></p> <h3>Educating local communities</h3> <p>The campaign is being described as a ‘first of its kind collaboration’ – and while it is in marketing terms - it’s not the first time a tourism board has partnered with Airbnb.</p> <p>The Anguilla Tourist Board recently partnered with the company to promote the Caribbean destination on a global level. It was described as a way for Airbnb to work with the Anguilla government to attract a greater number of visitors, as well as increase levels of employment on the island.</p> <p>Meanwhile, the brand has also partnered with city-based tourism boards, such as the San Francisco Travel Association. The main reason being the opportunity to expand tourism in lesser-known areas, shining a light on small businesses as well as promoting the experience of ‘living like a local’.</p> <p>As well as increasing its positive impact, these partnerships also reflect a desire to educate communities about the sharing economy, reducing any negative perception about brands like Airbnb and instead to capitalise on their growth. </p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/69052-how-visitscotland-is-transforming-the-traditional-tourist-body/" target="_blank">How VisitScotland is transforming the traditional tourist body</a></em></li> <li><em><a href="https://econsultancy.com/blog/68971-does-airbnb-stand-a-chance-in-china/" target="_blank">Does Airbnb stand a chance in China?</a></em></li> <li><em><a href="https://econsultancy.com/blog/68225-10-examples-of-great-airbnb-marketing-creative/" target="_blank">10 examples of great Airbnb marketing creative</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/69106 2017-05-24T13:37:52+01:00 2017-05-24T13:37:52+01:00 How to upgrade pharma brand planning for a multichannel world Gregg Fisher <h3><strong>The problem: Plans focused on product vs. customer engagement strategy</strong></h3> <p>The typical pharmaceutical brand plan does a good job of establishing a brand-centric strategy for the business.</p> <p>The precise elements vary but an average plan includes a brand situation analysis, including a <a href="https://en.wikipedia.org/wiki/SWOT_analysis">SWOT</a>, competitive analysis and issues summary. It includes the brand’s positioning, key messages, basic customer segmentation and targeting, strategic imperatives for each functional area, and key performance indicators. Finally, most plans include a section listing tactical initiatives, timing and budgeting information.   </p> <p>As illustrated below, what’s usually missing or sparsely covered is a customer engagement strategy section to provide a bridge between the brand strategy and tactics. Most brand plans typically jump straight from brand strategy information to information about discrete tactics in various categories.</p> <p><img src="https://assets.econsultancy.com/images/0008/6319/brand_strategy.png" alt="" width="750" height="242"></p> <h3><strong>The impact: Sub-optimal customer experiences</strong></h3> <p>Skipping the customer engagement strategy step typically results in negative symptoms that ultimately hinder the quality of the customer experience a brand delivers. You may recognize some of these symptoms in the table below.</p> <p><img src="https://assets.econsultancy.com/images/0008/6320/customer_engagement_strategy.png" alt="" width="750" height="530"></p> <p>In the old days when brands interactions with physicians were unencumbered and limited to reps, medical meetings and journal ads, the need for a customer engagement strategy was less important. However, in today’s world of multiple customer groups, mounting access restrictions and numerous channels and content formats, customer engagement strategy has become an essential discipline for commercial leaders.  </p> <p>The annual brand planning process provides an excellent opportunity for brands to fully articulate the customer experience they will deliver to each customer group and how it will advance brand objectives and fulfill customer expectations. </p> <h3> <strong>The short-term solution: Customer engagement planning (at the brand-level)</strong> </h3> <p>To bridge the gap between brand strategy and effective experiences, we have worked with pharmaceutical commercial teams to embed a customer engagement-planning module into their standard brand planning process and calendar. As illustrated in the table below, the module includes elements that can be added on top of the traditional situation analysis and brand strategy pieces. These elements should be included for each discrete target customer group (e.g., physician, patient, nurse, IDN, etc).</p> <p><img src="https://assets.econsultancy.com/images/0008/6321/customer_engagement_planning.png" alt="" width="750" height="262"></p> <p>From a calendar point-of-view, the situation analysis steps should be completed or near complete before brand planning begins so the foundational knowledge is in place. Next, time should be allowed for customer engagement strategy work to occur before the final tactical plan and budget is in place. </p> <p>Additionally, time should be budgeted to allow discrete functions to work on integrating their customer engagement strategies into a cohesive solution that reflects how customers will experience the brand (vs. siloed functional plans).</p> <p>To make this happen, brand and medical leaders should assign accountability for discrete plans per customer group.</p> <h3><strong>The longer-term solution: Customer engagement planning (portfolio level and beyond)</strong></h3> <p>We have identified four levels of maturity related to customer-centric brand planning as illustrated in the figure below. The majority of Life Sciences companies are at level one, making the transition to level two, which as been described above. </p> <p><img src="https://assets.econsultancy.com/images/0008/6323/long_term_solution.png" alt="" width="750" height="297"></p> <p>A few organizations are making the shift from level two to level three, where companies start to become organized around customer groups and create plans that ensure a cohesive experience for common customers across a multi-product portfolio. These companies have created a customer engagement function to drive this outcome.</p> <p>Even fewer have advanced to level four to develop solutions for customer groups that span disease areas.  </p> <h3><strong>Concluding thoughts</strong></h3> <p>For the majority of companies at level one, the brand planning ritual offers a useful opportunity to start getting better at customer engagement strategy by embedding these processes alongside traditional brand planning activities. Taking this step will drive noticeable change in the quality of plans quite quickly. From there, senior leadership should think about how to tune the organization to take on a more sophisticated and encompassing approach to customer-centric planning.</p> <p>Finally, it’s worth remembering the annual planning process is a start but ultimately we should strive to manage customer experience as an ongoing, data-driven and and iterative process of improvement.</p> <p><strong><em>For more on this topic, see:</em></strong></p> <ul> <li><a href="https://econsultancy.com/blog/68851-six-ways-digital-is-changing-the-pharma-healthcare-industry/"><em>Six ways digital is changing the pharma &amp; healthcare industry</em></a></li> <li><a href="https://econsultancy.com/blog/68221-embracing-digital-transformation-in-the-pharma-and-healthcare-sectors/"><em>Embracing digital transformation in the Pharma and Healthcare sectors</em></a></li> <li><em><a href="https://econsultancy.com/reports/pharma-trends-and-developments/">Healthcare and Pharma: Digital Trends and Developments April 2017</a><br></em></li> </ul> tag:econsultancy.com,2008:BlogPost/69104 2017-05-22T15:00:00+01:00 2017-05-22T15:00:00+01:00 How Nestlé uses a start-up mentality to drive innovation Nikki Gilliland <h3>An innovation trifecta</h3> <p>In the fast moving world of digital and social media, what skills help brands stay ahead? This was the first question raised, with the answer being broken down into three key areas of focus, or an ‘innovation trifecta’ as Pete called it.</p> <p>The first area is internal innovation, which for Nestlé comes in the form of its digital acceleration team, or ‘DAT’ – a program set up by Pete when he first arrived at the company. Taking inspiration from the likes of Facebook and Google, it is an entrepreneurial space located in Nestlé's global headquarters, where employees work for periods of eight to 12 months at a time. </p> <p>DAT members undertake immersive training and work on strategic business ideas, often participating in hackathons and intense problem-solving activities. For Nestlé, the overarching goal is to ‘loosen the screws’ of a large and hierarchical corporate company in order to permit flexibility and experimentation, i.e. the values of a successful start-up.</p> <p><iframe src="https://www.youtube.com/embed/sub7Oy0DLWc?wmode=transparent" width="640" height="360"></iframe></p> <p>External innovation is the second area of Nestle’s ‘trifecta’ – which comes from its Silicon Valley outpost. This allows the brand to keep its ear to the outside environment, or in other words, to identify and apply breakthrough digital innovation from new and emerging technology partners.</p> <p>A recent example is Nestle’s partnership with Amazon and its Alexa technology. Using a combination of voice automation and visual browsing, the new 'Goodness' platform will provide users with healthy recipes based on voice commands.</p> <p>The final part of the trifecta is HENRi (named after Henri Nestlé) – an open innovation platform that enables collaboration with external entrepreneurs, businesses or partners. It is essentially a way for Nestlé to find solutions to existing problems much faster. For example, its recent initiative to help consumers stick to recommended portion sizes of products like Brazil’s ‘Passatempo’. Applications ranged from app developers to design agencies, involving a wide range of product and even psychological-based solutions.</p> <p><img src="https://assets.econsultancy.com/images/0008/6252/HENRi.JPG" alt="" width="600" height="327"></p> <h3>Managing tensions</h3> <p>Silos and internal tensions can be a huge problem within large hierarchical organisations. Formal vs informal power is one of these tensions for Nestlé, which it strives to dispel through its Digital Acceleration Team as well as initiatives like reverse mentoring.</p> <p>This involves pairing up executives with graduates for one-to-one conversations and workshops. In doing so, both sides gain something valuable, be it knowledge on Snapchat or Instagram or techniques and strategies for leadership. Ultimately, it helps to dissolve tension points as well as foster a much more collaborative and open working environment – far removed from the aforementioned hierarchical stereotype.</p> <h3>Internal selling and persuading</h3> <p>Pete wrapped up by speaking about how he personally connects with Nestlé employees. More specifically, how he makes an impact on the organisation through internal social media.</p> <p>With the belief that ‘internal mastery’ drives ‘external mastery’, Pete encourages interaction and communication within the company, making it his priority to post regular content on the company’s internal social media platform as well as reply and like comments and feedback. In doing so, he (and the overarching brand) has been able to learn how to persuade, to make people feel important, and ultimately learn how to sell.</p> <p>He cited the example of 'mobile or not' as proof - a video series posted by the Digital Acceleration Team which generated far more engagement on the subject of mobile compared with a previous written memo. Taking insight from external social activity (e.g. how people use and engage with social platforms like Facebook and Instagram in their personal lives) - Nestlé is able to apply it internally to foster a culture of real innovation.</p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/67792-what-does-startup-culture-really-mean-how-can-it-help-big-businesses-transform/" target="_blank">What does 'startup culture' really mean &amp; how can it help big businesses transform?</a></em></li> <li><em><a href="https://econsultancy.com/blog/66785-19-innovative-startups-set-to-revolutionise-marketing/" target="_blank">19 innovative startups set to revolutionise marketing</a></em></li> </ul> tag:econsultancy.com,2008:TrainingDate/3238 2017-05-11T15:31:22+01:00 2017-05-11T15:31:22+01:00 HR in the Digital Age <p>HR and Learning and Development practice is shifting significantly in response to the impact of digital technologies and changing organisational contexts. This 1-day course covers the need-to-know shifts, and the latest thinking and approaches, in order to help you and your company succeed in the digital age. </p> tag:econsultancy.com,2008:TrainingDate/3237 2017-05-11T15:30:41+01:00 2017-05-11T15:30:41+01:00 HR in the Digital Age <p>HR and Learning and Development practice is shifting significantly in response to the impact of digital technologies and changing organisational contexts. This 1-day course covers the need-to-know shifts, and the latest thinking and approaches, in order to help you and your company succeed in the digital age. </p> tag:econsultancy.com,2008:BlogPost/69002 2017-05-10T11:00:00+01:00 2017-05-10T11:00:00+01:00 Digital leadership: how to drive change in an ecommerce business James Hammersley <p>This takes three things:</p> <ul> <li> <strong>first,</strong> to build a shared understanding of the facts such that the problem is commonly understood;</li> <li> <strong>second,</strong> be willing to test and learn from the outcomes about what direction is likely to give the best results and,</li> <li> <strong>third</strong>, to find rapid, agile ways of implementing fast when testing has identified winning ways forward.</li> </ul> <p>Fascinatingly, the same principle underpins great ecommerce delivery – get the customer insight to define the problem and then test to identify the most effective solution and act fast to mainstream.</p> <p>Perhaps this shouldn’t be a surprise: ecommerce is after all the channel most closely connected with the customer in the market, and in a world that is changing ‘faster than we can learn’, staying connected to the customer is about staying connected to changes in the market and knowing how to respond to them faster than the competition.</p> <p>As far as leadership in change is concerned we have built a simple model that applies to changing organisations and to engaging with and responding to changing markets.</p> <p><em><img src="https://assets.econsultancy.com/images/0008/5922/leadership_in_change.png" alt="" width="393" height="393"></em></p> <p><em>Leadership in Change</em></p> <p>Briefly this suggests that effective leadership in a changing world is built on the capability to:</p> <ul> <li> <strong>Step back and reflect: </strong>Reflect and identify the key challenges; plan how to engage others before acting.</li> <li> <strong>Orchestrate change through others: </strong>Set a compelling vision and collaborate to use everyone’s talent and potential to deliver it.</li> <li> <strong>Focus on the outcome: </strong>Keep the goal clear and adapt to find new ways of achieving it using failure as positive learning.</li> <li> <strong>Test and learn: </strong>Use hypotheses informed through deep customer/market insight to experiment to find the best way forward.</li> <li> <strong>Broaden bandwidth: </strong>Champion the importance of a diversity of voices and ideas in looking for options that may resolve key issues.</li> <li> <strong>Challenge performance and behaviour: </strong>Stand firm on values as well as on performance outcomes and address the conflicts as they arise.</li> <li> <strong>Manage energy: </strong>Appreciate the time and energy it will take and have the stamina to see it through.</li> </ul> <p>There are obvious implications from this framework in terms of individual skills and behaviours. To succeed as leaders individuals will need strong communication skills, the ability to engage and mobilise people, and the courage to stand firm on values and address conflicts.  </p> <p>There are also implications for being able to work across a diverse range of people (cultural, gender, ethnicity, sexual orientation, etc.) and for understanding how to ensure the organisation builds the capability to manage from hypotheses rather than theses. Finally there are implications for self-management: finding time to think about the issues and yourself and being able to manage your well-being so that you keep healthy, mentally as well as physically.</p> <h3>So, how do you change the organisation then?</h3> <p>You have to be clear where you are going. Think strategically about the organisation you need to be able to deliver your goals. Figure three shows the key elements:</p> <p> <img src="https://assets.econsultancy.com/images/0008/5923/organisation_effectiveness.png" alt="" width="650" height="381"></p> <p><em>Organisation effectiveness</em></p> <p>We always start with defining the culture and end with deciding on structure. Form should always follow function in thinking about organisational change – indeed, in our experience it’s not a bad mantra for ecommerce effectiveness either.</p> <p>The culture that generates success in a world that is changing faster then we can learn is one that values diversity, exploration, testing and that is obsessed about the customer. This is an open culture, always willing to learn new things, change old ways of doing things and accept challenge from inside or outside.</p> <p>It’s one that does not accept assertions about the world, but that embraces opinions informed from sound data. It is a culture where people make commitments, keep them and take responsibility for themselves and for others whose success is important towards the success of the enterprise as a whole. It is a collaborative culture which does not tolerate inter-departmental politics or ‘not invented here’ behaviours.</p> <p>Leaders need to identify the key behaviours they want in their teams and work out:</p> <ul> <li>What would this look like if it were happening?</li> <li>What would we hear if it were happening?</li> </ul> <p>This really helps both the setting of standards and painting a picture of the future, but also how to give team members feedback when you don’t get what you want.</p> <h3>And what do ecommerce organisations need?</h3> <p>The capabilities needed are technical and personal. The technical ones in ecommerce are specific: insight generation, hypothesis creation and testing execution. These require skills ranging from understanding platform and web implementations and their performance analytics, through insight platform creation, effective customer experience design to copywriting and the judgement of design executions.</p> <p>The personal ones are about communication effectiveness, the ability to spot and describe issues effectively so everyone understands, and an ability to work to rigorous process and data standards.</p> <p>We have left out user experience quite deliberately. There is a role for customer experience champions and this will include insights from experience and testing in the past; but given that the pace of change in the market means that what we have done in the past may not work today or tomorrow the core responsibility of a CX function has to be to the building of insight that is current and the testing of alternatives that optimise the outcomes for customers.</p> <p>‘UX’ in our experience has a tendency to breed highly opinionated, and very often inflexible, experts.  These people are as likely to damage performance as much as they are to improve it. The key capability above all is that of listening to the customer and building deep insight that creates hypotheses. The expertise you want is hypotheses creation and testing strategies to find solutions that deliver revenue and/or margin.</p> <p>Leaders need to be clear about what is critical in the team, where the gaps are and how to fill them. One of the biggest challenge in ecommerce is cutting through the plethora of false friends – the capabilities you don’t really need and being prepared to take these out of the organisation in order to free up resources for the ones that are performance critical.</p> <h3>You also need to change the way the organisation works</h3> <p>Capacity is about how you choose to allocate resources both internally and externally and what processes you determine will support the best commercial outcome. In our view there are capabilities every ecommerce team should have at its core and ones that should be resourced externally. Many teams end up with the wrong balance and as a result invest far too much in people and activity.</p> <p>One of the biggest gaps in ecommerce today is the lack of a clear strategic process that ties together brand, customer insight, product development, IT and sales to deliver optimum performance.</p> <p>In response to this we have developed the Customer to Action and Engagement to Action models and they remain some of the only end-to-end process models available to ecommerce leaders today.  </p> <p>Engagement to Action is our approach to performance improvement in digital marketing; Customer to Action can transform optimisation performance. Both start with the customer in the market, in particular understanding why they do not buy. Both create insight through blending qualitative and quantitative data into insight-based hypotheses. Without processes that can do this and that are adhered to by all players in the ecommerce eco-system, ecommerce teams will be severely hampered in generating the growth that their stakeholkders are looking for.</p> <h3>Performance change requires a plan and the leadership to deliver it</h3> <p>To make change happen you need to work out what to change to deliver your organisational goal. Our suggested order of thinking focuses on how to deliver a step change in commercial performance:</p> <ul> <li> <strong>Process and shared goal:</strong> getting this clear and owned across the functions involved in delivery means that everyone will work in a common way to a common drumbeat</li> <li> <strong>Resource allocation:</strong> if it isn’t working stop spending on it. If people aren’t delivering, then stop spending on them. Everything in ecommerce is measurable. If it isn’t then stop spending on that too! After this you’ll have resource to allocate to testing. Once the tests deliver then you can invest to the level you want behind proven success. This stands true for marketing, online sales execution and CRM activity.</li> <li> <strong>Culture:</strong> the process will only work if people keep to commitments and behave in a way that supports it. This is a long haul change and needs to be defined early and then reinforced regularly</li> <li> <strong>Skills:</strong> the process will only deliver if you have the right capabilities in your own team and in the agencies that you employ. This will be the biggest driver of resource change – both your own and in the agencies you employ.</li> <li> <strong>Attitudes:</strong> once you’ve laid out the process and your expectations and understood the gap the other driver of resource change is poor attitude – move this out quickly as it is corrosive.</li> <li> <strong>Structure:</strong> in a world that changes faster than we can learn structures will increasingly become fluid. Certainty should come from a clear purpose and strong values. Your team should become used to working in a variety of groupings depending on the issue and the stage in the process.  </li> </ul> <p><em><strong>Econsultancy is hosting a Digital Transformation Conference focusing on Talent and Culture in London on June 14th. <a href="https://goo.gl/LO5VrK">Apply for your free place today</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/69039 2017-05-08T15:00:00+01:00 2017-05-08T15:00:00+01:00 12 do's and don'ts for attracting digital talent in job postings Patricio Robles <p>Here are 12 do's and don'ts for job postings for digital roles. </p> <p>And to learn more on this topic, apply for a free place at our <a href="https://goo.gl/LO5VrK">Digital Transformation Conference</a> in London on June 14, which will focus on Digital Talent and Culture.</p> <h3>1. Do: describe what your company does and what makes it unique</h3> <p>For many digital professionals, what you do and why it's interesting can be what first interests a candidate in learning more about an opportunity at your company.</p> <p>In describing what you do and why it matters, KISS (keep it simple, stupid) works best. Focus on the who, what, when, where, why and how, and do it succinctly. In effect, this portion of a job posting should be thought of as the elevator pitch for prospective employees.</p> <h3>2. Don't: talk about "changing the world"</h3> <p>Even if you truly believe that your company is "changing the world", let your description of what your company does make this evident instead of incorporating this overused and increasingly meaningless phrase in your job postings. The smart people you're trying to recruit will have no problem determining the impact of your company on the world if you describe what you do well enough.</p> <p><iframe src="https://www.youtube.com/embed/IXuFrtmOYKg?wmode=transparent" width="560" height="315"></iframe></p> <h3>3. Do: use a standard job title and make sure it's accurate</h3> <p>When it comes to job titles, don't get clever. Make sure your job postings use industry-standard job titles.</p> <p>Sometimes, this can be more difficult than it sounds, particularly for creative roles. For example, there is a lot of debate about UX roles and job titles. In cases where there's some question as to the job title, ask for input from the employees who will be managing and working with the new hire.</p> <h3>4. Don't: try too hard to look cool or creative</h3> <p>While adding a dash of humor or creativity to a job posting is not a no-no – when done well, it can be especially helpful for creative roles and firms – be careful not to try too hard to look cool or creative.</p> <p>Modesty is best when attempting to inject humor, irony or pure awesomeness into a job posting because more often than not, attempts that are overdone produce postings that are confusing, awkward or even cringeworthy.</p> <h3>5. Do: describe the skills and experience you want in a candidate</h3> <p>Far too many job postings fail to describe in detail the skills and experience the successful candidate will possess. Not including this information is one of the primary reasons job postings fail to deliver quality candidates who are capable of performing the duties of the job.</p> <p>Specificity is key. For example, what specific software, tools and processes should the candidate have knowledge of? And how many years of experience do they need? Often companies don't include detailed enough information because the person who writes the job posting doesn't ask for or receive enough input from the employees who are best-positioned to know what the job actually requires. So it is important to ensure that there is collaboration between HR and hiring managers when this portion of the job posting is written. </p> <p><strong>Bonus tip:</strong> be careful about substituting adjectives like "ambitious", "analytical", or "assertive" for a legitimate description of skills. These are <em>not</em> skills, and they <a href="http://www.huffingtonpost.com/2015/06/02/textio-unitive-bias-software_n_7493624.html">can even reveal bias that turns candidates off</a>. Fortunately, if skills are adequately described, ambiguous adjectives often become unnecessary.</p> <p>For example, a well-written job posting for a data scientist role would probably not need to use the word "analytical" because a candidate with the skills described would obviously have a track record demonstrating analytical prowess.</p> <h3>6. Don't: use words like "ninja", "rockstar" and "guru" or state that you hire only the "best"</h3> <p>Words like "ninja", "rockstar" and "guru" mean nothing, and given that <em>every</em> company only hires candidates it feels are up to its standards, stating that you're looking for the "best" in a job posting is pointless. Enough said.</p> <p><img src="https://assets.econsultancy.com/images/0008/5914/ninja_turtles.jpg" alt="" width="709" height="493"></p> <h3>7. Do: post the salary</h3> <p>While many job postings do not list a salary or salary range, it's a seller's market for many digital roles today. Desirable candidates usually have no shortage of options – a recent survey <a href="https://medium.com/@wbelk/68-of-high-performance-employees-are-contacted-about-new-job-opportunities-at-least-once-per-month-c710f0393654">found that</a> 68% of high-performance employees are contacted about new job opportunities at least once a month – so keeping salary a secret in your job posting can sometimes even result in it being passed over.</p> <p>Posting salary also eliminates the need to spend time dealing with candidates whose salary expectations aren't aligned with yours and could be especially helpful in attracting engineers, who, thanks to the hot market, have over the years become increasingly sensitive to and savvy about salary negotiations.</p> <h3>8. Don't: oversell your sweet digs</h3> <p>There are few people who don't want to work in a comfortable setting, but chances are that the awesomeness of your office is a lot less important to job candidates than it is to the person who decorated your office. So while it's okay to mention the basics about the physical environment you offer, don't make your office a focal point of your job posting.</p> <h3>9. Do: list benefits</h3> <p>Health and life insurance, retirement accounts and paid leave aren't sexy, but they are very, very important to many candidates. So be sure to detail them.</p> <h3>10. Don't: play up perks that could give the wrong impression of your company culture</h3> <p>While there's nothing wrong with an awesome ping pong table or hosting epic parties from time to time, companies should resist the urge to play up perks that probably aren't all that important to many good candidates. In many cases, these perks can even be turn-offs to talented prospects because they can create a false impression of company culture.</p> <p>Obviously, <a href="https://econsultancy.com/blog/68840-culture-and-digital-transformation-how-to-build-a-living-business/">company culture <em>is</em> important</a>, but if your company culture is defined by perks, your company likely has a problem.</p> <h3>11. Do: explain the challenges and opportunities the job will offer candidates</h3> <p>Salary and benefits are generally important considerations for talented professionals who often have numerous options, but offering a high salary and generous benefits won't necessarily seal the deal if a candidate doesn't feel that the job will be challenging enough and/or offer significant enough opportunities for growth.</p> <p>For that reason, it's incredibly important that a job posting explain what the job offers candidates beyond salary and benefits. Examples of things that can entice candidates include the ability to work on unique technical challenges that a candidate likely won't encounter elsewhere, or the opportunity to work on high-profile projects.</p> <h3>12. Don't: ask for a unicorn</h3> <p>The fast-paced and ever-changing nature of digital means that organizations are often looking for candidates who have cross-disciplinary skills and are comfortable taking on a wide range of tasks, even if it means learning on the fly.</p> <p>But be careful about giving the impression that you're unrealistic in your expectations. Nothing will turn off a qualified candidate more than the impression that you're looking for a single employee who can do anything, anywhere, anytime. There are no unicorn employees, even if your company is a unicorn.</p> tag:econsultancy.com,2008:BlogPost/69045 2017-05-08T14:00:00+01:00 2017-05-08T14:00:00+01:00 A day in the life of… Digital Marketing Manager for Good Energy Nikki Gilliland <h4><img src="https://assets.econsultancy.com/images/0008/5786/Adam-Johnstone.jpg" alt="" width="400" height="518"></h4> <h4> <em>Econsultancy:</em> Please describe your job: What do you do?</h4> <p><em>Adam Johnstone:</em> My role as digital marketing manager at Good Energy is pretty broad. I've been in the role for over seven years, during which time I've set up and maintained all digital channels. I've also overseen the development of three websites, an app and two online customer self-serve portals. </p> <p>As well as helping to shape our digital strategy, I love getting my hands dirty by diving in to our data to glean insight in to what is and what isn't working. This analysis allows me to improve conversion rates and ultimately user experience.</p> <h4> <em>E:</em> Whereabouts do you sit within the organisation? Who do you report to?</h4> <p><em>AJ:</em> I sit within the digital team, reporting in to the marketing director.</p> <h4> <em>E:</em> What kind of skills do you need to be effective in your role and in energy/utilities?</h4> <p><em>AJ:</em> As well as maintaining an understanding of digital channels and how they're continually evolving, it's really important to never lose sight of the bigger picture – what is the company mission and what goals am I trying to achieve? </p> <p>For me, measuring performance and keeping on top of what competitors are doing are critical benchmarks for success. It's also essential to put the customer first, which is why I approach all UX updates to our website, app and online service by first mapping out our customer requirements. </p> <p><img src="https://assets.econsultancy.com/images/0008/5789/good_energy.JPG" alt="" width="760" height="421"></p> <h4> <em>E:</em> Tell us about a typical working day…</h4> <p><em>AJ:</em> The first thing I'll do each day is to check in on our digital performance from the past 24 hours. This includes a quick dive in to Google Analytics and my custom reports in Data Studio. We'll then have a team stand-up to briefly cover all of the actions for the day. </p> <p>At the moment, a typical day for me is prioritising the functional upgrades to our website, app and online portal, as well as working on <a href="https://econsultancy.com/reports/conversion-rate-optimization-report/">CRO projects</a> to help deliver a first-class customer experience. Good Energy is committed to a business-wide <a href="https://econsultancy.com/training/digital-transformation/">digital transformation</a>, so there's plenty of work to be done in order to achieve that.</p> <h4> <em>E:</em> What do you love about your job? What sucks?</h4> <p><em>AJ:</em> I love the fact that Good Energy is an ethical business and has strong values to which I'm aligned with. Good Energy was set up as a renewable energy solution to help tackle climate change. I feel a real sense of achievement every time I convert a user online; it really does go a long way towards helping our mission. </p> <p>In terms of what sucks, it has to be those times when I'm slogging through data to find that small nugget of insight that could prove valuable. Obviously it's all worth it when I do find it!</p> <h4> <em>E:</em> What kind of goals do you have? What are the most useful metrics and KPIs for measuring success?</h4> <p><em>AJ:</em> I have a number of goals across different areas of digital. From a website point of view, I need users to be showing interest, maybe signing up to the newsletter or getting an energy quote. Ultimately, the primary goal is to switch as many users as possible to Good Energy. </p> <p>In terms of the app and online portal, the goals here are more around customer retention and ensuring customers can self-serve with ease. I monitor various metrics and KPIs all the way through the funnel, whether that's social or PPC reach, email open and click-through rates and user interactions online such as device, location, demographic, pages viewed etc. All metrics feed in to goals and conversion rates. </p> <p>Keeping a close eye on conversions and CPA is essential for any digital progression and CRO next steps.</p> <h4> <em>E:</em> What are your favourite tools to help you to get the job done?</h4> <p><em>AJ:</em> I'll start with the classics, so Google Analytics for data and Moz for SEO. Other great tools include Optimizely and HotJar for A/B testing and CRO, Fresh Relevance for web drop off / retargeting, Affilinet for affiliate marketing and Socialbakers for complete social channel management. </p> <p>But for me, the most exciting new tool to the market has to be Google Data Studio. I went to see Google last year and this was something they mentioned was in the pipeline for release in 2017. Sure enough it's now readily available and is proving to be a fantastic way to collate digital data in to one place, whilst making it look pretty at the same time.</p> <h4> <em>E:</em> How did you get started in marketing, and where might you go from here?</h4> <p><em>AJ:</em> I'm completely self-taught, having fallen in to the world of marketing following my app development background. I've also been lucky enough to polish my digital skills with guidance from some of the best London agencies around. </p> <p>With my skill set I plan to steer Good Energy through this period of digital transformation, as well as continue to learn new skills through networking and events. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">You might not be aware of the investment we put into the communities close to our <a href="https://twitter.com/hashtag/energy?src=hash">#energy</a> farms. Here's one of the projects we've supported <a href="https://t.co/NcCT3H8uba">pic.twitter.com/NcCT3H8uba</a></p> — Good Energy (@GoodEnergy) <a href="https://twitter.com/GoodEnergy/status/854334157597675520">April 18, 2017</a> </blockquote> <h4> <em>E:</em> Which brands do you think are doing digital well?</h4> <p><em>AJ:</em> I'm a big fan of what Sky and Nationwide are doing at the moment. I often refer to both of them as great examples for best in class digital estate and customer experience.</p> <h4> <em>E:</em> Do you have any advice for people who want to work in marketing?</h4> <p><em>AJ:</em> Don't get complacent and never stop learning, particularly when it comes to digital. Everything moves so fast, so it's important to stay on top of trends and not get left behind.</p> <p>I find there are so many great resources and events out there which can help with staying in the loop. Just get involved!</p> tag:econsultancy.com,2008:Report/4468 2017-05-08T11:20:00+01:00 2017-05-08T11:20:00+01:00 Digital Intelligence Briefing: 2017 Digital Trends in B2B <p>The <strong>2017 Digital Trends in B2B</strong> report demonstrates the priorities and progress being made in B2B marketing as digital experiences in the consumer world continue to bleed into B2B journeys. The results show a sector that, though marred by the familiar 'B2B lags behind B2C' adage, is showing maturity in terms of prioritisation of digital strategy.</p> <p>A lack of capabilities in key areas holds back progress, but there’s increasing evidence that customer experience and digital transformation have taken on a more prominent role.</p> <p>The research, conducted by Econsultancy in partnership with <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, is based on a sample of almost 2,400 B2B respondents who were among more than 14,000 digital professionals taking part in the seventh annual Digital Trends survey, carried out in November and December 2016.</p> <h3>The following sections are featured in the report:</h3> <ul> <li>Fostering a digital culture</li> <li>Lack of confidence in mobile continues</li> <li>The next wave of B2B marketing</li> <li>The CX of the future</li> <li>Actionable tips to help future-proof your B2B business</li> </ul> <h3>Findings include:</h3> <ul> <li>B2B marketers are just as likely to state that their company is digital-first as their B2C counterparts. However, progress at the other end of the scale appears to be stagnating; the proportion of those with digital marketing activities ‘very much separate’ to the rest of their marketing has increased this year to more than a fifth of respondents.</li> <li>B2B’s lag behind B2C is most evident in mobile capabilities. B2B companies are 29% less likely than their B2C counterparts to rank mobile as a top-three strategic priority in 2017, and only 12% are making mobile optimisation a tactical priority, with mobile marketing investment also low.</li> <li>Data is a key strength and priority of B2B; almost three-quarters of organisations have made it a strategic priority, and this is reflected in their confidence over handling data. Compared to last year, they are less likely to say that data is difficult to master, and slightly more likely to use online data to optimise the offline experience and vice versa.</li> <li>The continued dominance of CX in terms of the focus of marketers is reflected in the report, with 91% of B2B brands making the discipline a strategic priority in 2017. However, they are less likely than B2C companies to use CX as their key differentiator, with product innovation and quality almost as likely to be used.</li> </ul> <p><strong>Econsultancy's Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing">here</a>.</strong></p>